The project manager and virtual translation teams

2013 ◽  
Vol 2 ◽  
pp. 37-62 ◽  
Author(s):  
Mónica Rodríguez-Castro
Keyword(s):  
Virtual Teams ◽  
Interpersonal Relationships ◽  
Group Dynamics ◽  
Online Survey ◽  
Project Manager ◽  
Virtual Character ◽  
Team Members ◽  
Modern Project ◽  
Geographically Distributed ◽  
Survey Results

The project manager (PM) has become an inevitable and indispensible component of translation workflow due to the rapid industrialization of the translation industry over the last two decades. A PM serves as the mediator between the translator(s), the language service provider (LSP), and the end client. The human resources of language industry projects are increasingly organized into geographically distributed and culturally heterogeneous “virtual teams”. The virtual character of these teams has created new challenges for group dynamics. This paper attempts to define the fluid role of the modern project manager by focusing on translators’ attitudes toward the PM in virtual teamwork situations, as revealed by an online survey. The survey looked at the factors of (a) communication workflow; (b) matching the skills of team members to projects; (c) interpersonal relationships; (d) translator appreciation, and (e) the PM’s level of team support and supervision. Survey results were analyzed via a regression model as a means of exploring the important elements of a PM’s role in virtual translation teams from the perspective of the team members themselves.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

scholarly journals EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

Challenges in Norm Formation and Adherence

2013 ◽  
Vol 12 (1) ◽  
pp. 33-44 ◽  
Author(s):  
Stefan Krumm ◽  
Katrin Terwiel ◽  
Guido Hertel
Keyword(s):  
Virtual Teams ◽  
Online Survey ◽  
Business Processes ◽  
Cross Cultural ◽  
Large Set ◽  
Coping With Stress ◽  
Dimensional Solution ◽  
Team Members ◽  
Exploratory Factor Analyses ◽  
Importance Ratings

Due to the growing globalization of business processes, teamwork increasingly requires intercultural skills. Furthermore, many teams rely predominantly on electronic collaboration (virtual teams), requiring team members to develop and adhere to norms in a cue-deprived environment. In the current study, we conducted an online survey with 171 participants who fell into one of two subgroups of cross-cultural teams: members of either traditional or virtual teams. We compared the two groups of team members with regard to their importance ratings of several competencies for team performance. Starting with a large set of intercultural competencies derived from the literature, exploratory factor analyses yielded a four-dimensional solution (working conscientiously, coping with stress and ambiguity, openness and perspective taking, and knowledge about other cultures). Among those clusters, only the cluster working conscientiously yielded substantial differences between traditional and virtual-team members, indicating specific requirements for cross-cultural collaboration for virtual as compared to traditional teams.

Fostering Creativity in Global Virtual Teams

2008 ◽  
pp. 1277-1291
Author(s):  
Margaret Oertig ◽  
Thomas Buergi
Keyword(s):  
Virtual Teams ◽  
Group Dynamics ◽  
Idea Generation ◽  
Project Teams ◽  
Team Formation ◽  
Risk Averse ◽  
Team Leaders ◽  
Team Members ◽  
Global Team ◽  
Fostering Creativity

This chapter presents insights from conversations with global team leaders on how to foster creativity in global virtual project teams in the field of product development. It shows how the leaders pay attention to team formation and managing the group dynamics in order to create a climate in which creativity will flourish. They then harness creativity by balancing the roles of motivating their team members in order to encourage fresh thinking and “putting on the brakes” where necessary in order to create something both new and viable. In particular, risk-averse team members are encouraged to be matter-of-fact about risk, making risk evaluation an intrinsic part of idea generation.

Fostering Creativity in Global Virtual Teams

2011 ◽  
pp. 123-137
Author(s):  
Margaret Oertig
Keyword(s):  
Virtual Teams ◽  
Group Dynamics ◽  
Idea Generation ◽  
Project Teams ◽  
Team Formation ◽  
Risk Averse ◽  
Team Leaders ◽  
Team Members ◽  
Global Team ◽  
Fostering Creativity

This chapter presents insights from conversations with global team leaders on how to foster creativity in global virtual project teams in the field of product development. It shows how the leaders pay attention to team formation and managing the group dynamics in order to create a climate in which creativity will flourish. They then harness creativity by balancing the roles of motivating their team members in order to encourage fresh thinking and “putting on the brakes” where necessary in order to create something both new and viable. In particular, risk-averse team members are encouraged to be matter-of-fact about risk, making risk evaluation an intrinsic part of idea generation.

Building Collective Awareness in Virtual Teams

2010 ◽  
pp. 105-117 ◽  
Author(s):  
Mohamed Daassi ◽  
Nabila Jawadi ◽  
Marc Favier ◽  
Michel Kalika
Keyword(s):  
Information Management ◽  
Virtual Teams ◽  
Interpersonal Relationships ◽  
Theoretical Development ◽  
Dimensional Structure ◽  
Team Members ◽  
Work Completion ◽  
Activity Awareness ◽  
Task Oriented

This chapter investigates the role of e-leaders in building and maintaining collective awareness within virtual teams. The authors examine the effects of behavioral leadership orientation on collective awareness building. The study explores the bi-dimensional structure of both collective awareness and leader behavior orientation. According to this conceptualization, activity-awareness is linked to task-oriented behaviors of e-leaders. Activities related to goal clarification, coordination and work monitoring are expected to provide more visibility regarding team members’ actions and their contribution to work completion. At the same time, social awareness is developed through the e-leaders’ relation-oriented behaviors. The development of aspects related to interpersonal relationships such as trust, cohesion, and conflict management reduce uncertainty regarding the behavior of team members. Interviews conducted with 12 members of two virtual teams confirm the authors’ theoretical development and emphasize information management as a key managerial practice for e-leaders to build collective awareness.

scholarly journals A critical success factors for software project manager in GVTs within covid-19 pandemic

2021 ◽  
Vol 10 (4) ◽  
pp. 2293-2301
Author(s):  
Ali Yahya Gheni ◽  
Hiba Adil Yousif ◽  
Yusmadi Yah Jusoh
Keyword(s):  
Information And Communication Technologies ◽  
Virtual Teams ◽  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Global Market ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Critical Success

The covid-19 pandemic sweeping the world and has rendered a large proportion of the workforce as they are unable to commute to work. This has resulted in employees and employers seeking alternative work arrangements, including the software industry. Then comes the need for the global market and international presence of many companies to implement the global virtual teams (GVTs). GVTs members are gradually engaged in globalized business environments across space, time and organizational boundaries via information and communication technologies. Despite the advancement of technology, the project managers are still facing many challenges in communication. Hense, to become a successful project manager still a big challenge for them. This study is trying to identify the critical success factors (CSFs) for software project manager. A literature review was conducted to identify the CSFs. Next, an online survry was conducted to rank those factors according to their propriety. An online survey was distributed among the software developers, project managers, and academicans. The statistical package for social science (SPSS) version 22 was used to analyze the data collection. Twelfth CSFs were identified in this study. Also, the findings indicated that leadership skills factor is the highest factor level ranking in this study.

Examining User Perception and Usage of Voice Search

2020 ◽  
Vol 5 (1) ◽  
pp. 40-47
Author(s):  
Ning Sa ◽  
Xiaojun (Jenny) Yuan
Keyword(s):  
Success Rate ◽  
Mobile Devices ◽  
Online Survey ◽  
Search Behavior ◽  
Mobile Technologies ◽  
User Perception ◽  
Daily Lives ◽  
Survey Results ◽  
Search Systems

AbstractWith the development of mobile technologies, voice search is becoming increasingly important in our daily lives. By investigating the general usage of voice search and user perception about voice search systems, this research aims to understand users’ voice search behavior. We are particularly interested in how users perform voice search, their topics of interest, and their preference toward voice search. We elicit users’ opinions by asking them to fill out an online survey. Results indicated that participants liked voice search because it was convenient. However, voice search was used much less frequently than keyboard search. The success rate of voice search was low, and the participants usually gave up voice search or switched to keyboard search. They tended to perform voice search when they were driving or walking. Moreover, the participants mainly used voice search for simple tasks on mobile devices. The main reasons why participants disliked voice search are attributed to the system mistakes and the fact that they were unable to modify the queries.

Advancing Women in Local Government: The Case of Illinois

Public Voices ◽  
2016 ◽  
Vol 13 (2) ◽  
pp. 89
Author(s):  
Rachel Lange ◽  
Kimberly Nelson
Keyword(s):  
Local Government ◽  
Positive Solution ◽  
Gender Gap ◽  
Family Life ◽  
Online Survey ◽  
Work Life ◽  
Time Commitment ◽  
Survey Results ◽  
Local Government Management ◽  
Professional Fields

Despite gains by women in many professional fields, the top level of local government management ranks continues to be populated primarily by man. The percentage of females serving as local government chief administrators has not increased since the 1980s. Little empirical research exists that attempts to uncover the reason for the gender gap. The purpose of this research is to identify some of the obstacles and barriers that affect a woman’s decision to advance her career in local government. Utilizing an online survey, the authors surveyed female chief administrative officers (CAOs), assistant CAOs, assistant to the CAOs, and deputy CAOs in Illinois. The survey results show that barriers such as a male dominated culture and time commitment to work life and family life are preventing females from achieving higher authority. Mentoring proves to be a positive solution to many of the barriers facing women in local government.

scholarly journals Integrating Sustainability and Lean: SLIM Method and Enterprise Game Proposed

2019 ◽  
Vol 11 (7) ◽  
pp. 2103 ◽  
Author(s):  
Ilie Tăucean ◽  
Matei Tămășilă ◽  
Larisa Ivascu ◽  
Șerban Miclea ◽  
Mircea Negruț
Keyword(s):  
Performance Indicators ◽  
Professional Training ◽  
Online Survey ◽  
Training Methods ◽  
Effective Solution ◽  
Survey Results ◽  
Education Activity ◽  
Industry And Education ◽  
The Unemployed

Sustainability and leanness are organizational approach concepts for more efficient activities and increased competitiveness. This paper presents a study and an application of the concepts of sustainability and lean, with the purpose to capitalize on the benefits of the two concepts’ tools when used together in an industry and education activity. A literature review was carried out to evaluate qualitatively and empirically the concepts of sustainability, lean, and enterprise games, and the possibility to integrate the first two concepts into a new tool applied into an enterprise game. An online survey was done to identify which tools are used within companies in the region, how and what training methods they used, and what the reported benefits are. The survey results were used to design a new tool integrated in a new enterprise game (SLIM) developed by the authors. The game was tested and validated in educational laboratory with students and actual employees from companies. The game follows the frame of an enterprise game, considering the simulation of enterprise classical functions. The game’s purpose is to improve the activity in successive rounds. A scorecard is used to fill in and compute the key performance indicators (KPIs), and a new indicator is proposed (SLIMx). Applications of the instrument/game include: students’ training in an educational laboratory; lifelong learning; professional training in companies; and professional perfection/reconversion of potential employees and the unemployed. The SLIM game was simulated in a team of 15 players over three rounds, with teachers playing the role of the supervisor. A number of possible improvements have been identified. The next step is testing it in enterprises with various fields of activity. SLIM has proven to be an effective solution to improve organizational efficiency and motivate players to gain new knowledge.

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